This paper's aim is to provide a conceptual framework explaining drivers of service brand equity. It refers to the trade show industry as an example for an international, highly competitive environment, where service providers face the challenge to differentiate themselves from competing brands....

Purpose – This paper reports the results of more than a decade‐long research journey on how firms can go beyond competing to creating uncontested market space, or “blue oceans,” that makes the competition irrelevant. Design/methodology/approach – Studies over 150 blue‐ocean creations...

Knowledge management (KM) addresses the critical issues of organizational adaptation, survival and competence in a rapidly evolving environment. KM embodies organizational processes that seek a synergistic combination of the data and information processing capabilities of information and...

British and American manufacturers continue the struggle to remain competitive, yet there remains a vast amount of unused energy and potential trapped by the inadequate organization of resources. Using a time‐based strategy, the value‐adding capability of the organization can be measured and...

Explores practitioner views as to how to formulate strategies for adding value and, hence, gain competitive advantage, given the characteristics of many services and the resultant implications for consumer evaluation of offerings. In particular, the case of retail financial services exhibiting...